meetings, targets and call for service versus proactive policing time the task force recommended we use calls for service because it's a clear definition. that is actually as they dug into the data they saw that was true. when the controller's office conducted their study they conduct the time adds -- as unobligated time and we decided to call it proactive time an officer has to engage with the community. so the data are a little bit steal because -- stale because they looked at '16, '17 data and our staffing leaves and deployment has changed but i wanted to give you a sense of the findings they're looking at. what we're looking at now as we move as our staffing and

deployment unit has gotten moving and been conducting analysis. we're still work the controller's office to set up dashboards and we're using data now. as we learn about data and as we learn about what metrics we should be using, we start using them. this has been call for service data has been something we set staffing and deployment unit is looking at a dashboard on a regular basis and work the deputy chief of operations to talk through what the data looks like and it's a good starting point for making deployment decisions. the next phase included functional analysis and what we sought to do with functional analysis was to look at our department as compared to other departments around the country and we first set up a bunch of criteria that determine what was

a comparable jurisdiction and we looked at and you'll ask me a question i don't have the answer to in front of me, i'm sorry. the functional analysis essentially compared us to other jurisdictions and to find out what are we doing other jurisdictions aren't doing and what are we not doing other jurisdictions are to get a sense of are we structured right. are we staffed right. how's it look in other places? generally agencies are more similar than different in operational and special operational functions and the differences fell into three categories. they were organizational structure, mission and capacity. so the biggest differences in organizational structure really are to whom a particular function reports. you might have in our department we have h.r. reporting to the

deputy chief of administration and i.t. reports to me and other jurisdictions, those two are together. and so it just really and what i found when i've talked to other folks in major city chiefs finance groups is it really is based on the chief and the skills in the department and who has and i had a colleague in another jurisdiction who oversaw the legal function but because she was a lawyer so it made sense. those sorts of things bears out as you look at other jurisdictions. with respect to missions, what the function does. that's what the mission means. any particular unit or function. those differences really they showed up as one of the major differences among jurisdictions. an example of this is sfpd

internal affairs includes criminal and administrative investigations but other jurisdictions may be split or not do one and give it to another agency. the final area where the biggest differences are really centers on the capacity of each function. that really points to the staffing function or staffing levels. basically the type and amount of staff in a particular function was a clear difference among jurisdictions. so high level this means the lack of function in our department included toxicology that were in other departments, toxicology and chemistry. in our crime lab we currently don't have controlled substances testing lab. we also don't have helicopter unit or radio planning in the 9-1-1 call center. both latter two sitting at the

department of emergency management and where we have other functions some police departments don't and those -- i missed one. we didn't have strategic planning but we now have that. sfpd has a marine unit and subpoenas and homeless outreach and some other jurisdictions don't have that. some do but some don't so those are unique. that summarizes the work completed. we have been since engaged matrix consulting and developed a contract with matrix to perform the rest of the analysis work and methodology development and analysis work we need to

accomplish and take to the staffing task force and yourselves and other stakeholders in the city. so i'm going have matrix talk through what they're approach is going to be and how they'll move forward. this is richard brady the president of matrix consulting. >> thank you. good evening. wait a second to get this set up here. good evening, president hirsch, vice president taylor and commissioners and chief and i'm the president of the matrix consulting group and the month

manager on the project we've just begun a few weeks ago and what i'd like to do this evening is provide a brief overview of the project and walk you through the steps and give you a starts report where we are today. -- status report where we are today. first, a little bit about matrix consulting group. we've been around as a firm for 19 years now but most of the leaders of this firm have been working together with another firm for 39 years. an awful lot of experience working with law enforcement in california and across the country. we performed over 350 studies around the country over 100 within california alone. we've been fortunate enough in the last few years, last couple years to work with a number of larger departments which is helpful in working with you in

the city. recently san josé, sacramento, kansas city, austin, ft. worth and we're working with los angeles to redesign their entire beat system. a lot of experience doing staffing, deployment, management studies, etcetera. our method is fact-based which is based on a lot of input from ou our client, staff, data collection and findings and conclusions an eventual recommendations with clients so there are no surprises based on the fact-based approach. and a little bit about our study objectives. it comes for request from proposal and it boils down to

two things with one important thing in the middle. we're developing an analysis of current staffing needs by functional needs and by positioning. we're developing an interactive tool as workload changes and the department reorganizes so every year for budgetary or other purposes can rerun the analysis. the important area in between is it's not just a function of input sog -- inputting so we'll look at how cases are managed in investigations, how technology helps administer services and these things can help you

evaluate management changes in the future. we're going to develop key matrix for staffing analysis now and in the future and the development of the interactive use of the tool annually. now we'll conduct it. it will be a comprehensive effort involving interviews within the department. not just management staff but most supervisory staff and a lot of line staff on our functions. in depth data collection. we started that process on workload service levels and personnel availability factors. an important part of the structure of this study is we're

not analyzing the entire department at the same time. we developed a sequential approach that will take each one of the bureaus and study them sequentially. we'll will go to patrol and special operations and the like. as we go through this, there'll abe collaborative approach where we work with the task force and department and work with the commission to update you on our progress on each phase of the project. and the sequential approach is divided into three phases. the first one, and this is where we are now in the investigative portion of the study is developing a framework of the analysis. that includes extensive interviews within each functional area within investigations, the centralized detectives as well as the ones in the station, developing key

workload measures and developing assumptions how to perform that analysis for current staffing needs as well as for use in the interactive model. then comes the staffing analysis which is developing is and work the assumptions and developing metrics for each investigative specialty in terms of number of staff they need and developing the interactive tool. we have a short time frame for each bureau. each will take six or eight weeks. we'll be complete with the investigative function as quickly as the middle of march and then reviewing that and moving on to the next functions. and if we just did a snapshot analysis of the police depend -- department today that would have a great value to the department,

city and public. it would be limited if we didn't provide the ability to do this analysis on an annual basis for the foreseeable future. so are the models developing for you will allow you to put different work loads in as they change, different service level assumptions and allow commanders win the department -- within you and the department and members to change the measures of the police workload. we'll do that for each one of the buros and combine it in the final report. so the final report will be the culmination of everything we do taking each bureau individually. by the time we're complete we'll have one final report and one interactive model.

we delved into investigations and we went into command and advisory staff within investigations both at the centr central detective as well as the ones assigned to stations. we've been collecting data on caseloads and case management approaches. as recently as this afternoon, we finally got the data we needed to get started on that analysis. where we would from here is to start develop the first part of the model for investigation. >> commissioner: thank you. questions from the commissioners? commissioner dejesus. >> i remember how we did the calls for service and in terms of the 10 stations and do we

have enough staffing and the calls for service is a good measure for how many calls come in on the as, bs and cs and do we have enough personnel to cover those. i get that. i think the problem we have and what supervisor yee was concerned about and actually president bri, we don't have a presence in a lot of our communities. we don't have foot patrols. they get canceled often because they don't have enough man power. putting the calls for service aside is good but the part you're not tracking you called it proactive or unobligated time. we're talking about foot patrols. i've been out at night where patrol sector cars have one man only and some of those areas are large square footage and can take 40 minutes on a good night

to get from one sector to another so do we have enough to have a two-man patrol at night? or enough staffing for foot patrols? do we have enough for community engagement? things take away from patrol officers or language and sometimes we need to pull officers away to interpret, c.i.t., sometimes we have to double up and have them come out. my brother's a police officer so we have times where the police officers all vacations are canceled and a lot of overtime is regarding parades, demonstrations, government dignitaries, game day, giants, now we'll have the warriors, conventions. we have a lot of other than sector or calls for service. and so i'm wondering how are we going really track that time because it's not being tracked

according to you and how will we know what the number is we can have a robust district station that can cover and have two men in the patrol cars and have daily reliable foot patrols and do community engagement. where is the big picture we can cover this entire city because there as you know and i'm sure you learned our city has grown so large. this area has just been warehouses. we used to have a dump in the city. we will have all these areas that now have residents. do we have enough to staff the entire city considering how much it's grown. >> from our perspective it isn't really a dichotomy between a cowl kaul -- call for service model and they're linked. every factor you mentioned are things we need to take into

consideration in this staffing analysis. where we have data, great. there'll be data for many or most the things you mentioned. whether we need to do foot patrols in areas that don't currently vit and need to develop the assumption to drive the number of staff you will have so by the end of this, by the middle of this for each one of the bureaus we are looking at, there'll be a number of choices how you want to deliver services within the city and what are the impacts of those in terms of staffing. patrol's down the road for us but clearly the biggest part that will take the most amount of work on our part but you're right on the kinds of things we need to consider. >> commissioner: commissioner elias. >> thank you. i was going add we chose sector patrol as a starting point. sector patrol is that slice of what the district stations do, as you know. foot patrol is another slice.

that's where matrix will come in and look at the field operations bureau. >> commissioner: investigations because we have unsolved homicides. >> commissioner: we're starting with investigations an -- and move through the divisions an will look at a number of other functions within the district station and their respective workloads as well. >> and will shorten traffic. >> commissioner: when you have spoken, please delete your own request because i can't do it today from my monitor. commissioner elias. >> i see the study objective is to develop a comprehensive understanding of the staffing workload and operations. my understanding is it will be based on the interviews you do

and where workload what do you have to measure the data you collect against. sometimes the example that comes to mind as lawyers we bill certain things and bill .2 hours of time for a certain task when in reality it doesn't take us that long. what mechanism do you have in place to make sure the data you do collect from all these sources is accurate and representative of how much time it truly accurately take? >> it depends on the functions. for patrol it will be really good especially for calls of service types of activity. for officer initiated activity and pro-engagement and other uses of the time it will be less good. but our analysis will recognize that fact but in our proactive model we will assume that in

order to be effective in patrol in the various functions whether it's sector or foot patrol or other proactive units they should have a certain amount of time because everybody should have proactive time and out of that time comes officer activity and community engagement etcetera. the dispatch system for patrol is quite good for any patrol function. outside of that it's going to be less good. with investigations we will know how many cases they have currently assigned and how many have been assigned to them in some period of time. but not how much time they spent on each. there are workload standards we developed and other firms and research organizations have developed that give ace good benchmark in terms of how many cases a detect itch of --

detective of a certain kind can handle and records management and things like that. >> >> vice president taylor. >> hi. i want to drill down a little bit on you mentioned having targets and the target of 30% for calls for service. i want to drill down on where the targets come from and then in a somewhat related note issue of unobligated time as patrol time that can be used for community engagement and problem solving. there's lots of san franciscans who want more interactions with police and ask for more foot patrol and a more visible presence of police in their communities. there are also communities who feel over policed. in this unobligated time and how are we balancing the time with

communities that want more police versus the communities that want more police? >> excellent question. i think what we're looking at right now is yes, there's certainly a balance there. that's where calls for service isn't the panacea. we still have to have our

[technical difficulties] >> the commission will hear it because people will show up. the balance of management and leadership has to go with the data. that's incumbent upon us with me or whenever's in this seat in

terms of how we police each district in the community we serve. that piece has to be balanced. but it really begins with the leadership understanding the needs of the community and engaging and having the community actually be a part of the policing. >> commissioner: where do the numbers come from? i'm sitting here looking at it. can you unpack a little bit where the targets the actual numbers in the chart are actual numbers? over the course of a particular district station you'll have 30% of all patrol officer time spent on responding to calls for service and 10% of their time and this is all logged in the cad system. essentially, we just added everything up and then divided

it by how many people were assigned to the classic station and find out how many that is. >> commissioner: you mentioned targets. in order to determine what the right staffing level is you have to set a desired call for service percentage to then reverse algebra to determine the right number of staff to meet that target. essentially if officer a is spending 100 hours of work time and have 30 -- sorry, 30 hours of calls for service time out there. that means a 30% target is our target we need 100 hours of officer work time available. is that clearer? and i know it's an abstract concept but because that 30 hours is determined by the community, the community calls and says, i need to you

investigate

>> you can burn out your officers and disappointing the community. so it is all kind of linked here. >> commissioner: anything else? okay. thank you all very much. you plan another report, a follow-up i take it at some point before the final? >> we'll be coming back as richard mentioned there'll be a rolling set of information provided to you all, stakeholders and others that will be when investigations are done we'll come and brief you on investigations an so on and so form. >> commissioner: you mentioned carolyn thomas as a doctor or community member do they

represent a particular group? >> they don't represent a particular group. they represent members of the community who have data analysis and expertise and understand the police department. carolyn thomas happens to be i believe a vp at else fargo and has a history of understanding data sets and working with potentially difficult conversion and less hard data, more qualitative data. don't quote me on that because i'm trying to pull from my memory here and dr. james taylor say professor at usf. both of these individuals have served on the executive sponsor working group and contributed heavily to our community policing strategic plan and have had really interesting insight on staffing in particular. >> commissioner: okay. thank you.

that's it for the chief's report. >> clerk: next item is 3b, dpa report and the report will be limited tie brief direction of dpa activities and announcement and commission discussion will be limited to determine to calendar future items for future meetings and the first amendment compliant audit of the sfpd's records pursuant to the order 810. [stand by] .

>> in terms of cases mediated, we're at three cases have been

mediated so far this year. this time last year, we were at one case mediated. currently, confwe're in the mi of the contract negotiations with our case manager, slalom consulting, and again, this references the technology, things that we talked about last week when i talked about what we're doing with the office. the thing that i'm introducing now are the new news is that my staff will begin the electronic distribution of the henderson report. just so we're clear about what that is, it's the listing of all the new d.p.a. cases that includes newly identified officers and allegations for existing cases, and that's in our mandate will be done and

produced weekly. it used to be done in the morning, but now, it's the henderson report. -- that get photocopied and sent back and forth in the mail oftentimes to the wrong agent and is cumulative and duplicative in a lot of that technology stuff. this is the new sample that's going to go out in the next few weeks. by march, that will be the standard. in terms of outreach, we've had

a couple of events. friday, we participated in the soma recreational resource fair, and on the 19th, the office participated in the taraval station community meeting. these are meetings, agencies reach out to us, with the mayor's office, with the mohns office. here today in the audience is kristina and sarah in case issues come up where the agency can be helpful to members of the public participating in

tonight's meeting. [inaudible] >> -- new cases as they're coming in, but it's photocopied and we're producing hundreds of copies on a weekly basis. just -- it wasn't very efficient. now, we've coordinated with the police department so it's going to be sent to the titles and to the specific departments that can be changed, and it'll be electronic so we won't have the same problem that we were having in the past. >> i want to ask you about the cases that are 270 days. 25 of those 20 have a totalled statute, so is somebody's hair on fire? somebody told you about those tolled cases? >> i'm glad you asked that.

i get a report on the day of police commission for me to see in red what's happening of that case, and i get that in red every single week of that particular case. >> you're comfortable where those cases are? >> i am. we purposefully did that, and we can talk about those offline. many of them are personnel cases. they're highlighted to me, and a memo gets written to me with what's going on with that case when it gets to this level every single week. >> thank you. commissioner hamasaki. >> commissioner hamasaki: just to follow up on commissioner hirsch's question, are the partied involved -- parties involved, both the complainant and respondent being informed as to that? >> and in addition, the department gets notification, as well. i just added it onto this form just so we have a broader focus

on what those issues are. >> commissioner hamasaki: understood. thank you. >> all right. thank you. next item. >> clerk: item 3-c, commission reports. commission reports will be limited to a brief description of activities and announcements. commission discussion will be limited to determining whether to calendar any of the issues raised for a future commission meeting. commission president report, commissioners' reports. >> president hirsch: just a couple of brief items. i have asked the staff to start preparing a monthly calendar starting in march so that all commissioners can see all meetings that are scheduled that have anything to do with commission, so working groups, public groups, i guess, anything that a commissioner could be present, would be present, is participating so we can all see what's happening, and if you're interested in plugging in, you'll coordinate with the staff so we're not violating any statute or reg.

the second thing i want to mention is that we asked a week or two ago to please get comments back to the staff by last friday. this was on the disciplinary matrix, and i don't think we got any comments, is that right -- or did we? >> i'm sorry. i thought it was two weeks. i have it open on my desktop. >> clerk: there were two things sent out. one was a disciplinary matrix, and one was dgo 3.09. disciplinary matrix was back to commissioner elias on the 18th. >> just keep in mind if we set a deadline and we don't meet it, it's gone because we've got to get information out to the public. okay. commissioner dejesus? >> all right.

>> commissioner dejesus: so the community leaders from jamestown community center have formed a group called communities mobilizing change for alcohol, and they're interviewing all these community leaders because they're trying to get a better understanding of how alcohol is impacting youth and their communities. i went -- i didn't know, but we have an alcohol liaison that worked with the a.b.c. and with the department of public health, so i was able to talk to lieutenant georgia sawyer who filled me in on a lot of things that they do in terms of -- any way, they do a lot. so i was able to go and represent this commission there. i did find out a lot of things, so there's like maybe eight, maybe ten communities in san francisco that are overpopulated with alcohol stores and there's a lot of studies that show that these --

when you have a lot of alcohol in your community, you know, it sets you back, and you have a lot of problems in that community. and i learned that the department has a lot of services in terms of education, presentations, going to events, looking for youth, trying to -- trying to help them. so i did -- i did represent this community there. i did do an interview, and they are going to come back with a study, and i did tell them once they have a study, maybe they can come back and present to this commission. >> president hirsch: director henderson? >> i was just going to say, when we did the report, i forgot to talk about the first amendment stuff. it's in your file. i just didn't want to ignore it because it's in your packet of all your stuff. and i know we got a presentation on it last week, the presentation -- a packet

on -- the only thing in the entirety of the presentation was a recommendation that the video be updated and redone. the video that we use for the training is over a decade old and laws have grown and evolved. >> president hirsch: so this is for information only, is that right? >> it is. it should have been in the report, but i see it here. it's on our compliance with records pursuant to general order 8.10, and we got a presentation last week, but our presentation and commentary on it is on the agenda for this week. >> president hirsch: okay. commissioner brookter? >> commissioner brookter: yes. just wanted to report that over the weekend got the opportunity to attend the second annual bayview area black history parade. we marched from martin luther king park to the opera house. both deputies and officers were handing out stars to the children, and just to see their faces that day, it was an

amazing day. also got the opportunity to participate in a my brother's keeper day, again, to spend time with some high schoolers and families with community as we did some building and community service work. i do want to report today that i met with director henderson. he and sarah hawkins around -- are working together rkts getting a standing agenda and also working on a reporting template to provide to the rest of the body here as we do our work with d.p.a. >> president hirsch: thank you. okay. ready for the next item. >> clerk: item 3-d, commission reports, commission announcements and scheduling of items considered for -- scheduled for consideration at future meetings. >> president hirsch: commissioner brookter -- is

that elias? yes, commissioner dejesus? >> commissioner dejesus: so this is for the chief. you reported on this, but i was wondering when you come back, if we can schedule -- i noticed you -- there was a bakery owner that waited four hours after calling 911, and you made an arrest in that case, but it sounded like -- to my attention, when i read the article, it sounded like there might be a language issue, a person had a broken hand, had a robbery, and waited four hours to get service. i'm hoping you can update on what went on. you said you can two supervisors -- you had two supervisors in the district, and hopefully, you can update us. >> will do in the next commission report. thank you. >> president hirsch: director henderson. >> just a reminder, i think

this is the time to bring it up, presentation -- schedule the audit presentation for the prop g stuff. >> president hirsch: when are you proposing to do that? >> late march -- mid, late march. >> clerk: march 20. >> president hirsch: we have that on for march -- >> clerk: 20. >> president hirsch: we're on. >> thank you. >> president hirsch: okay. next item. >> clerk: for commissioners and the public, the commission will be dark next meeting, and the next meeting will be march 8 in department 4. >> president hirsch: okay. next item. [agenda item read]. >> clerk: my error. public comment on items 3-a through d. my fault.

>> president hirsch: okay. public comment on the items that we've addressed, 3-a through d. >> hi there. brad edwards, excelsior district. i wanted to speak briefly on the matrix contract. i was very pleased to see that back in i think october when there were two consulting firms selected. i see there's about $500,000 available. i'm curious about the methodology in one respect where they're speaking about police. in one, there's just police. i agree, say, with the department they're create -- with the concept they're creating. i would say i would like to see it be addressed, but the d

dispairate duties that we ask them to do because these are such a wide ranging set of tasks, i'd love to hear any comment on that which you may have. also, will provide sergeant kilshaw with a -- with a copy to the body of the minutes in the public comment section. thank you. >> president hirsch: thank you. any other public comment on items 3-a through d? good evening. >> good evening. magic altman. when i see police talking to citizens, i go over. so i other day, i -- the other day, i saw a black man in handcuffs on a cold and wet floor, obviously in mental distress. i asked if he was okay, and he could not respond.

he was incoherent. the other officer came over and talked with me, and i discussed with him how i'm really sorry this is not your job, because what we need is not more police officers but mental health officers. in fact he would like when a call comes in that there be a mental health group listening to those calls and they would go first. or if necessary, if there's a fear of violence, the police would go as backup. but this is not what is happening. so we don't need more officers, we need a mental health team, which, by the way, rupa maria and the group at ucsf would love to help create, so this idea of more police is not the point.

we're having enough problem getting them trained as use of force policy, but that officer that got in my face came over and apologized? the other officer, too, thanked me for my work with the use of force policy. i try to work with the police because i don't think it's fair that they're not doing this mental health work. we've been saying this for years. we need mental health workers to negotiate that. the idea of time and distance is to create that space so there can be care. but when i see another person of color handcuffed on the cement who is mentally ill and handcuffed and being treated like he doesn't matter is disrespectful and awful, and i'm tired of it. >> president hirsch: thank you. any other public comment on items 3-a through d? >> hello. i'm daniel. just to echo what magic just

said, i believe that the city -- it does not handle people who are in crisis well enough? you know, i have straight up seen the breakdown of the city's response to people in crisis from, you know, it going from the hot team who are, you know, actually professionals who do work with people on a regular basis to try and get them into services and housing to it just becoming the police who literally put people in the back of paddywagons to take them to a place that they had just learned about, to offer them services, they have no idea what it's for. by the end of that afternoon, if they're lucky, they're back out on the streets. the police aren't equipped to deal with these situations, they know they're not equipped for these situations. when the union is fighting an

expanding pool of money to fight these situations. you have to understand if they have the citizens and residents and police officers' best interests at heart. like, i've seen the transition to, like, hot team workers going out on the street to the point where they don't have enough staff. now it's literally police learning the day of, and taking people away in paddywagons. especially in today's political climate, it sets a horrible precedent, absolutely horrible. given the scandals that have happened these past two years in the sheriff's department and police department, it's scandalous, to say the least. thank you. >> president hirsch: thank you. okay. any further comment on 3-a through d? >> good evening.

i didn't initially plan to comment on these items, but i'm just a little bit stupefied by the presentation. the allegation that 25% of officer time -- what was the euphemism that come up with, was proactive time, possible proactive time, and i wonder how you would contrast that with stop-and-frisk or harassment time. it may be true that there are certain corners of this city that have less officers than others, but as you see on my shirt, there are many areas out here in this city that are overpoliced. i also think it's ironic that the consultant is named matrix when 23 years ago made restriction was debunked because of use of poor police practices targeting the

homeless and elderly. finally, we're talking about if we instead got rid of 25% of the stop on the sfpd, it would save $132,875,000 per current budgetary numbers, which would be 72% of the erafs funding that the mayor keeps talking about annually. it is ridiculous and offensive that we're even having this conversation in this forum. this should be presented to the people of san francisco in clear, coherent terms, and we really do not need anymore cops. >> president hirsch: thank you. anymore public comment? okay. public comment is closed. next item. >> clerk: okay. now, we're on item 4 -- >> president hirsch: oh, mr. henderson, did you have a comment? [inaudible] >> clerk: -- complaints against officers and m.o.u. between d.p.a. and sfpd or take

action as necessary. discussion and possible action. >> president hirsch: okay. who was taking a lead on this? public comment? i'm sorry. okay. come on up. we're going to go back. >> good evening. my name is reeta lark. i live in north beach place, and we were talking about police being involved in the community. okay. they had one cop and coffee event down in north beach, which i got to talk to the captain down at north beach station, and i got to talk to him about a lot of concerns. then yesterday, when i called and tried to talk to the captain, sergeant smith called me. the reason that i'm trying to get something done is because the death of my neighborhood underneath me, the management won't confirm his death. his brother is continuing to be him. the dope house is still open

and going. the pedophile ring -- the office down have their favoritism where they're selling drugs or doing something on the street, they ignore it and continue to drive by. the reason that this man's death needs to be confirmed is because i'm trying to get one dope house beneath me closed because i have lost two service animals because of the secondhand smoke that comes into my unit. the management is no help. she's just like the police. she chooses to ignore what it is and getting down to the basics. if we had more food paroles and community -- foot patrols and community involvement, i wouldn't have to come here. i could go straight to my police department and get it addressed. and then, when the fire department came and removed the man's body and confirmed his death, they said maybe you have to get a subpoena to show where

he passed away. like i said, i'm getting passed around and nothing is getting fixed. i've wrote many letters to your office about these vagrants coming in. like i said, they've drained this man's bank account. you have this man's house and another apartment -- [inaudible] >> president hirsch: okay. is there anybody here who can talk to her about it? all right. if you would talk to lieutenant yamaguchi. we're back on item four. this is an item we addressed before, but we have suggested edits and conditions by the california department of justice, is that correct? >> that's right. this was in large part precipitated by a letter cal d.o.j. sent to the department

in late july 2018. i have participated in meetings with the chief and cal d.o.j. in making changes to the d.g.o. 2.04 which governs crimes against police officers. related to that is the m.o.u. you also have before you between -- between sfpd and d.p.a., and the different roles and responsibilities of each agency. and so this is the result of a lot of work between the department, a lot of work from cal d.o.j. i want to commend director henderson. there's a lot of collaboration and back and forth between the d.p.a. and coming to the documents that you have before you.

and so if there are any questions, i'll be glad to ad them. >> president hirsch: commissioner elias? >> commissioner elias: yes. my question is with respect to the m.o.u., why an m.o.u. is needed because it's my understanding there's no m.o.u. in place. so what precipitated the need for an m.o.u. with respect to this d.g.o. >> president hirsch: director henderson, do you want to address that? why is there an m.o.u.? >> there are a lot of vagaries, not just about what was going to be covered but about what the interaction was going to be between my office and the police department, as well, and they alluded to third parties, as well. so for instance, the information about interactions that came to my office, say, from other government agencies and then how we process that information, when we shared information and to whom we shared information, all of those details which are kind of in the weeds, it was difficult just to make presumptions about them, and it seemed best

practices would be to clarify so there would be no ambiguity, and they weren't things that came up on a case-by-case basis, and they opened the door up to things that weren't getting resolved. it made it that much easier to get it articulated in this matter. >> i will say as someone who participated in some of these meetings, there was confusion on the part of cal d.o.j. on the information of roles. information between d.p.a. and d.o.j. was confusing. those kind of things, it's important to have.

>> president hirsch: i think also, if i remember, going back, there were more specific being put in an agreement than a d.g.o. which is going to be on a review cycle of every five years. it's much tougher to amend a d.g.o. than it was an m.o.u., and i think director henderson is right that these are in the weeds issues sometimes as to how things will function, when quarterly reports will be given, how the parties will share information. i know there are still questions that the director has about access to information, for example, and if that becomes an issue going down the road, i think the commission will have to weigh in and get involved to figure some of this out. >> i will say, too, that some of the specifics -- oh. >> president hirsch: no, it's okay. >> i was just going to say that some of the specifics in here

broaden the work of the d.p.a. to the commission. specifically like the 270-day stuff that is now being presented to the commission, that was never certified anywhere, finalized anywhere. and even things -- i don't want to go through the whole document about some of the things -- some of the high level things that i thought were clarification about complaints that may come in about other government agencies and referral that behavior to -- specifically to, like, the district attorney's office when criminal activity is uncovered as part of an independent investigation from my office. those things, while they may seem to make common sense, they -- variouseous minds differed as to what would be appropriate both what could be expected from my agency in conducting the investigation and what was expected once behaviors or transgressions were found and uncovered by my